Evaluation and Improvement of Strategic Partnerships and Alliances for Public Health Preparedness and Response

Background:  The Office of Public Health Preparedness and Response (PHPR) within the Centers for Disease Control and Prevention (CDC) provides strategic direction, ongoing support, and coordination for CDC’s portfolio of emergency preparedness and response activities.  CDC and PHPR work 24/7/365 to keep America safe from all-hazards, focusing on chemical, biological, radiological and nuclear (CBRN) as well as naturally-occurring threats, both foreign and domestic.  The PHPR Partnerships Team advances PHPR’s mission by coordinating engagements with internal Centers, Institutes, and Offices (CIOs), external federal departments and agencies, and external non-governmental organizations including non-profit organizations, trade associations, academic and research institutions, and the private sector.

Program background:  In order to better understand our strengths, weaknesses, and opportunities as a partner as well as learn best practices among partnerships, in late 2011 and early 2012 the Partnerships Team developed and implemented a strategic partnerships program evaluation and improvement process. 

Evaluation Methods and Results:  Baseline interviews were conducted with 53 individuals from PHPR’s existing partner organizations throughout Nov-Dec 2011. Best practice interviews were conducted with 17 organizations in May-June 2012, a mix of federal agencies, private sector businesses, and non-profit groups seen as effective in their partnership approach. A structured interview guide asked a series of questions about incorporating partnerships into an organization’s strategy, determining and communicating value, and engaging individual partners.  Candidates for best practices interviews were identified through research and recommendations from existing PHPR partners. All interviewees were partnership or program leads with first-hand knowledge of their organization’s partnering strategy and activities.  In accordance with White House Office of Management and Budget (OMB) Paperwork Reduction Act (PRA) guidelines, a total of nine individuals outside of federal government were interviewed.  Interviewee responses, along with academic and industry research, were used to create a partnership program development framework.

Conclusions:  To succeed, the team must focus and engage around three success principles with supporting success factors: 1.      Engagement with Clear Purpose

• Translate perceived strengths of PHPR into value propositions for partners
• Engage partners with a clear purpose
• Share capabilities and ongoing initiatives to identify new partnering opportunities

2.      Execution Transparency

• Emphasize transparency in funding decisions
• Coordinate partnering efforts to align projects and share partners within PHPR
• Involve partners early, communicate frequently (face-to-face), provide points-of-contact (POCs), and close the information loop

3.      Communication Fidelity

• Communicate results of leadership interaction, engage at the strategic level
• Speak with a common voice and use storytelling with external (and internal) audiences to communicate the importance of PHPR’s work

Implications for research and/or practice:  Successful partnership programs can reduce the risk of partnership failure by providing a structured, strategic approach to partnering. A partner-seeking culture promotes identification of collaborative opportunities and freedom to engage new and existing partners. Tailored marketing materials communicate organizational value and past successes to attract new partners. Partnerships are evaluated on an ongoing basis in terms of both achieved outcomes and degree of cultural fit.